Management Strategy · Approach for Fiscal 2016 In the domestic automobile market, revenue...

President and CEO

August 2015

On behalf of all at the DENSO Group, I would like to take this opportunity to express our sincere gratitude for the support we have received from all our stakeholders.

My name is Koji Arima, the newly appointed president and CEO. Upon taking up my post, I would like to extend my personal greetings to all stakeholders.

Amid expectations of energy and environmental challenges as well as of an increasing number of road traffic accidents in emerging countries, the DENSO Group formulated a Mid-term Policy targeting 2018 to continue contributing to society and sustainably growing in the years to come. Under the terms of the new Mid-term Policy, we set down three fields for particular attention over the coming three years—the environment, security and safety; the aftermarket and new business; and the global market. Consideration is being given to accelerating the pace of technological developments in the environment, security and safety field and continuing diversification in terms of products and services. Raising our proposal capabilities as system supplier, we will enhance our global development, production, and quality assurance systems.

With regard to the Company’s performance in fiscal 2015, the fiscal year ended March 31, 2015, revenue rose to ¥4,309.8 billion due to increases in vehicle production volumes overseas, but operating profit decreased to ¥331.4 billion due to investment in future growth and an increase in plant establishment costs. Amid an ongoing increase in vehicle production, expected to again be primarily overseas, we will step up our performance efforts in fiscal 2016 by reducing costs and improving production efficiency, as we target revenue of ¥4,470.0 billion and operating profit of ¥380.0 billion.

In addition to delivering convenience as well as the joy of driving to people all over the world, we will aim for sustainable growth and respected individual life. We will maintain the trust of all our stakeholders as we continue to contribute to the creation of a better society.

In grateful and appreciative anticipation of receiving the ongoing support of all our stakeholders,

Message from the President

ManagementStrategy

A The Group’s greatest strength lies in monozukuri, which Denso has cultivated over many years. The competitiveness of this expertise is due to the integration of activities from the R&D stage through close cooperation across the areas of product development and manufacturing technology. By factoring in both quality and cost from the R&D stage, it is possible to minimize ineffectiveness and improve quality while reducing costs over a short period. The Company has been committed to honing this monozukuri method since the 1970s and, since then, has pioneered a large number of world-first and leading-edge products with quality unrivaled globally.

Going forward, the automotive industry is expected to expand, particularly in developing countries, necessitating initiatives toward further globalization of monozukuri. In light of that, we intend to build on our existing expertise and expand the establishment of dantotsu* plants, which has been centered in Japan, to all our plants around the world. By aligning plants with product specificity and leveraging the unique features that define each country and region, we aspire to make each plant No.1 in its respective region for monozukuri through dantotsu productive efficiency. Furthermore, the Company has embarked on initiatives to utilize rapidly evolving information processing technology to share production information across approximately 130 plants around the world in real time. By collecting information on monozukuri technology and know-how on a global scale and monitoring the current status of plants, we are enhancing the visibility and accessibility of information. Through such initiatives, we aim to identify and prevent problems associated with defective products and improve productivity. Going forward, the Company will continue to contribute widely to society by working together with the Group toward the realization of innovative monozukuri.

* Dantotsu plants are those that demonstrate increased competitiveness through the introduction of speedy, efficient production lines, the development of unique, space-saving facilities, and the streamlining of distribution and inspection protocols.

Where do you think the Denso Group’s strengths lie?Q1

Koji Arima　President and CEO

Working together with the Group toward the realization of innovative monozukuri.

Interview with the President

A Concerning the return of profits to shareholders, we will continuously strive to raise the dividend threshold while maintaining long-term stability, giving careful consideration to a comprehensive range of factors, including consolidated performance, the dividend payout ratio, and the dividend amount. Denso uses retained earnings after the payment of dividends for investment in such areas as infrastructure, R&D, and M&A to maintain the long-term growth of its businesses and allocates funds for the repurchase of treasury stock following thorough consideration of the Company’s financial position.

In line with these policies, in fiscal 2015, we declared an annual dividend of ¥110 per share, an increase of ¥5 per share from the previous fiscal year. Also, we intend to conduct an equity repurchase capped at 5 million shares, or ¥30 billion, during fiscal 2016.

Going forward, we will continue to work toward further enhancing corporate value and raising shareholder returns.

Please tell us about the Company’s policy with regard to shareholder returns.Q3

A Changing powertrain control systems, such as the increased efficiency of and the incorporation of electric technology in engines, changing safety technology, such as advanced driving support, and technological advances that link automobiles to society represent how technology in the automotive industry is ever-evolving, and competition in the development of new technologies continues to intensify. Against this backdrop, the Company must further reinforce product development in response to these changes if it is to maintain continuous growth going forward.

To this end, I believe that, in addition to strengthening the development of individual products, it is also going to be important to accelerate the development process overall by incorporating a systematic approach geared toward integration and improved performance. We are engaged in the assembly of specialists from across the Company as part of DP (Denso Project) activities, which foster timely development. The initiative to promote timely development began in 2008 following the establishment of such important themes as fuel efficiency and the development of products targeted at emerging markets.

Moreover, we are promoting similar activities to strengthen competitiveness in new areas, such as advanced driving support, information security, and small motors. With a keen sense of urgency, we intend to push forward with the pursuit of such activities by drawing on expertise across the whole Company in areas that reflect a strong societal need.

Please discuss challenges related to the Group’s further growth going forward.Q2

The above goals characterize the value that DENSO provides, value created from a global perspective to meet local needs. To achieve these goals, we will develop new products and services through R&D activities focused on “world-first technology.”

Contribute to society as awhole by leveraging our coretechnologies built up throughour activities in automobile

development

Society asa whole

Contribute to the creation ofa power-efficient, secure

society that uses energy andinformation infrastructures for

automobiles Contribute to the creation of

a safe, secure, and environmentallyfriendly society through

aftermarket services

Automotivesociety

Enhance the overallenvironmental friendliness and safety of automobiles

Automobiles

Value Creation

Protecting lives,Preserving the planet,

and Preparing a bright future for generations to come

The DENSO Group Long-term Policy 2020 has the slogan “Protecting lives, Preserving the planet, and Preparing a bright future for generations to come,” which the Company has established as its mission, with a particular focus on the themes of preserving the planet as well as security and safety.

DENSO Group Long-term Policy 2020

Our mission for the next 10 years

Security & SafetyPreserving the planet

Operating Profit by SegmentRevenue by Segment

Figures for the fiscal 2014, the year ended March 31, 2014, and afterwards are based on International Financial Reporting Standards (IFRS).(Figures for the fiscal 2013, the year ended March 31, 2013, and prior are based on Japanese accounting standards.)

Revenue and Profit by Segment

Note: In addition to the above, there is one nonconsolidated subsidiary.

12companies

Affiliates underthe equity method

58 sites

Production companies / Other

Asia

13companies


61 sites


10 sites

Headquarters / Plants / Laboratories

Japan

4companies


35 sites


Europe

2companies


6 sites


South America & Others

4companies


28 sites


North America

Global Management

(Billions of yen)

FY2011 FY2012 FY2013 FY2014 FY2015

4,000

0

1,000

3,000

2,000

6,000

5,000

2,112.9

536.0401.3652.5

2,197.6

512.1387.2626.7

2,463.6

635.4372.2794.060.3 57.763.9

2,716.7

816.6498.9

943.1

74.3

2,664.5

966.5

554.8

1,049.7

73.8

Asia　 OthersEuropeNorth AmericaJapan

(Billions of yen)

FY2011 FY2012 FY2013 FY2014 FY2015

300

0

150

100

50

250

200

400

350

63.425.410.983.0

6.5

83.98.86.459.5

3.2

170.7

13.43.973.7

3.1

Asia　 OthersEuropeNorth AmericaJapan

196.9

39.5

16.880.9

0.30

277.3

14.712.471.5

The Japanese economy is anticipated to display a modest recovery trend on the back of increased exports and capital expenditure. These increases will follow from the dissipation of the adverse impact of the consumption tax rate hike as well as the benefits of the depreciated yen and lower crude oil prices. In the domestic automobile market, however, conditions are expected to deteriorate in comparison to fiscal 2015 due to a delayed recovery as well as a sales downturn due to the increase in taxes for compact vehicles.

Against this backdrop, the Company will install 1/N production equipment and lines to create DANTOTSU plants with the aim of realizing increases in investment efficiency and productivity in terms of human resources, facilities, and plant floor space. When introducing the new lines, we will employ designs similar to previous lines to lower installation costs and start-up costs. At the same time, development will be advanced while optimally allocating our resources by shifting focus toward growth fields, such as active safety systems. By increasing production and development efficiency in this manner, we will endeavor to build a business structure that can maintain stable profit levels, even in a sluggish market.

Approach for Fiscal 2016

In the domestic automobile market, revenue decreased 1.9% year on year, to ¥2,664.5 billion. This decline was largely attributable to a shift toward compact vehicles for the domestic market and lower sales of products for use overseas. Similarly, operating profit was down 29.0%, to ¥196.9 billion, due to detractors including the lower capacity utilization rate that followed reduced sales as well as an increase in labor costs and other fixed costs.

Results for Fiscal 2015

Japan

Performance and Outlook by Segment

In the United States, despite the decrease in exports and rise in interest rates resulting from the strong U.S. dollar, the economy is expected to continue to expand gradually, supported by the stable job market and low crude oil prices. The automobile market is likewise forecast to grow steadily.

In this environment, the Company will expand plants in Mexico to establish an optimal production and supply system for all of North America and thereby respond to the expected increases in automobile production going forward. In addition, we will enhance human resource development programs for production, maintenance, and other manufacturing-related personnel based on the recognition that these employees are essential to ensuring stable operations and the smooth start-up of new facilities. Through these efforts, we will reinforce DENSO’s earnings structure. In the area of R&D, collaboration will be pursued with technical centers and external partners to enhance development capabilities related to advanced driving support, which is in high demand in North America.


The U.S. automobile market showed strong sales and production levels due to recovery in the U.S. economy. In this market, revenue rose 18.4% year on year, to ¥966.5 billion, following increases in the number of automobiles produced for Toyota Motor Corporation and Honda Motor Co., Ltd., as well as the benefit of sales promotions for heating, ventilation, and air-conditioning (HVAC) units and gasoline direct injection engine products. Buoyed by the benefits of a higher capacity utilization rate stemming from increased sales, operating profit grew 156.9%, to ¥39.5 billion.


North America

The European economy is set to recover gradually as a result of improvements in consumer spending, corporate expen-ditures, and exports stemming from the benefits of quantitative easing, lower crude oil prices, currency devaluation, and a strong job market. The automobile market, too, will recover steadily leading up to 2018.

Under these conditions, we will continue to advance sales promotions for powertrain control systems and thermal systems aimed primarily at European customers. In manufacturing operations, we will strive to construct a more competi-tive production system by further accelerating the shift toward local production of parts and equipment and developing optimal processes that incorporate suppliers. In terms of development, the European market is highly demanding as it is on the forefront of environmental and safety regulations. Accordingly, DENSO will strengthen its design functions to create products that meet the needs of customers in this market.


In Europe, market recovery coupled with the success of sales promotions for HVAC units and diesel common rail systems led revenue to increase 11.2% year on year, to ¥554.8 billion. Operating profit rose 39.6%, to ¥16.8 billion, due to such factors as gains from a capacity utilization rate increase brought about by the sales increase.


Europe

Countries in the ASEAN region continue to suffer from sluggish internal demand, and economic growth is therefore forecast to be limited to a slow pace. Nonetheless, this region is anticipated to see ongoing economic growth over the medium to long term. Meanwhile, there is a certain degree of uncertainty with regard to the future of the automobile market. However, the market on the whole is expected to expand steadily going forward.

In this environment, we will continue to promote sales of compact vehicles by our cost competitive products. At the same time, we will work to differentiate the Company's offerings by launching products with specifications that optimally address the issues faced by each market in response to the introduction of regulations related to the fields of environ-ment and safety. In the environment field, we will step up activities aimed at creating markets for stop/start systems and energy-efficient air-conditioning systems. In the safety field, we will focus on promoting sales of airbags while also advancing preparations for future promotions of cutting-edge safety products.


While growth slowed in Thailand and Indonesia, automobile production rose centered on China. As a result, revenue was up 11.3% year on year, to ¥1,049.7 billion. While there was an increase in labor costs and expenses for setting up new factories and technical centers to fuel future growth, this was outweighed by the gains on capacity utilization following higher sales and the currency exchange gain stemming from yen depreciation. Accordingly, operating profit increased 13.1%, to ¥80.9 billion.


Asia

DENSO SPIRIT

Mid-to-long-term strategies and policies

(2015~2018)

2018 Mid-term Policy(2012~2015)

2015 Mid-term Policy

Long-term policy DENSO Group Long-term Policy 2020

Philosophy DENSO Philosophy202020192018201720162015201420132012

Major Policies

With a view to realizing its long-term aspirations, and in accordance with the DENSO Group Long-term Policy 2020 formulated in April 2013, DENSO formulated a Mid-term Policy, which will run through 2018. Under its new Mid-term Policy, the DENSO Group firstly continues to focus on heading toward realizing an automotive society in which automobiles place less of a burden on the environment and drivers have fewer worries about traffic accidents and, secondly, targets sustainable growth by further evolving its traditional operations.

DENSO Group’s Mid-term Policy 2018

TargetingNew Value Creation

Special Feature

DENSO Group’s Mid-term Policy 2018

Emerging countriesDeveloped countries

(Millions of units/year)

(FY) 2010 2015 20200

500

1,000

1,500

705 (100)

738 (104)

780 (110)

634 (207)

1,414 (140)

452 (148)

1,190 (120)

306 (100)

1,011 (100)

Emerging countriesDeveloped countries

(Millions of units/year)

(FY) 2010 2015 20200

50

100

150

34 (100)

38 (112)

39 (115)

67 (160)

106 (140)

53 (126)

91 (120)

42 (100)

76 (100)

CollisionAvoidance

Advanced DrivingSupport

Automated Driving

Gasoline /Diesel

Hybrid

MG / ISG

Need proposals for the most suitable combination of ICE efficiency electrification→ Enhance customer support as a Tire 1 supplier

2. Expand upon Environment, Security & Safety Needs

Number of Vehicles Owned ForecastSales Volume Forecast

Expand both sales volume and number of vehicles owned in emerging countries.→ Strengthen global manufacturing capabilities by responding to growing markets

1. Emerging Countries Continuously Lead Automobile Market

Recognition of the Current Business Environment(Formulation Background)

・Driving position Unification by model type

・TNGA Engine　Decrease the sort

・Engine compartment　Decrease in the sort of 　parts by layout unification

・P/F　Decrease the sort

Realize sustainable growth

To accomplish business expansion and the reinforcement of functionsCorporate fundamentals to strengthen

Soil to support and nurture trees:

To lead and support the expansion of priority businesses

Tree trunk to nourish the fruit:

From the viewpoint of solving the current management issues and long-term social issues

Fruits:

Co-createand initiate

partnershipsPursue thekey issues

2018 Goal

TNGAAccelerate standardization of parts and units to be compatible with vehicle competitiveness and support cost reductions→ Preparation to quality risks due to standardization needed

3. Accelerate Standardization of Parts and Units

Business fields to focus on

Functions to reinforce

Reinforce the relationship of mutual trust and raise DENSO’s presence in each region to deliver the convenience and pleasure of automobile use and driving for people in many countries

Global Market

Challenge for aftermarket and new business expansion to create new customer value from social needs and end users’ perspectives

Aftermarket & New Business

Create system products that address social issues toward the reduction of the environmental footprint and traffic accidents

Environment, Security & Safety

We will address expanding the relevant businesses in the priority business fields of “Environment, Security & Safety,” “Aftermarket & New Business” and “Global Market.”

Business fields to focus on

Key Actions

1. Contribute to society focusing on Environment and Security & Safety2. Evolve technological development and manufacturing to satisfy diverse needs3. Promote continuous development of our employees

Policies

Policies and Key Actions

2. Implement global next-generation information systems and change our way of working to improve speed of business operations

1. Collaborate with diverse people

Specific initiatives

Speed up management by promoting global collaboration by changing our way of working to improve the speed of business operations

Management speed

2. Establish strong MONOZUKURI capabilities by One DENSO and realize regional No.1 production supply structure and the DANTOTSU plant

1. Reinforce simultaneous development of products and monozukuri for product evolution (high difficulty level, systems) and expansion of overseas production


Enhance monozukuri capability and the global expansion of DANTOTSU through enhanced competitiveness to realize a regional No. 1 production structure and the DANTOTSU plant

Outstanding manufacturing competitiveness

2. By predicting the trend of regional needs, enhance the ability to design product concepts and develop advanced technologies

1. Accelerate advanced technology research and reinforce study on human and society science


Take on the challenge of advanced technological development that creates world-first and regional innovation products by realizing regional strengths and community-based wisdom

World-first & regional innovation products

We will reinforce the following functions to lead and support the expansion of priority businesses: “World-first & regional innovation products,” “Outstanding manufacturing competitiveness,” and “Management speed.”

Functions to reinforce

In the environment field, DENSO will target “ultimate efficiency” and continue to promote the development of products that place less of a burden on the environment by focusing on fuel-saving technologies.

In the case of the internal combustion engine (ICE), we will develop combustion and exhaust gas technologies and work on overall improvements in thermal efficiency. We will also promote electrification by offering smaller and lighter hybrid products. Leveraging the technologies gained from internal combustion and hybrid vehicles, we will develop new powertrain products like those installed in fuel-cell vehicles, and realize not only improvements in reliability and efficiency but also significant reductions in cost.

At the same time, paying close attention to improvements in fuel economy, our target is to halve the gap between actual fuel economy and catalog fuel economy by 2025. To realize this, we will promote the development of technologies that increase air-conditioning efficiency—such as by detecting the driver’s position and providing automatic optimization by means of “single-seat concentration air conditioning”—and heat-pump technology that recovers heat from the outside air.

Environment Field

Reducing Environmental Burden and Traffic Accidents through Cutting-Edge Technological Development

Environment, Security & SafetySpecial Feature 1

Improve the ICE efficiencyand promote electrification

Improve the real drivingfuel consumption

Fuel consumption im

provement

Ultimateefficiency

Exhaust energy collection

Improve the real driving fuel consumption by ITS

Super cooling loss reduction

Innovative combustion

Improve thermal efficiency

Light after-treatment

Light electrification

Electrification

2015 20252020

Thermal storage /conversion

Collection of waste heat

Total thermalmanagement

Heat distribution

Power saving,efficiency

improvement

Air conditioning Traffic jam bypass /

eco-driving support

Combustion for gasoline / diesel

Exhaust gas

Start, charge, power supply, electric management

HV, PHV

In the fields of security and safety, DENSO will aim to realize a society that provides sophisticated safety and mobility and will step up efforts to develop technologies not only to minimize damage in the event of an accident but also to support drivers and prevent accidents.

We will promote the introduction and enhancement of the New Car Assessment Program (NCAP) as the vehicle safety assessment standard in major markets. In anticipation of the introduction and enhancement of NCAPs, we will continue undertaking technological developments to further advance driving support at night and in the prevention of collisions with bicycles, head-on collisions, or collisions when turning right. The resulting active safety products will be commercialized and mass produced in stages.

We will also continue conducting research to increase driver comfort—such as by supporting driver concentra-tion, enhancing the field of vision, and utilizing control interfaces—and thereby enhance the security and safety of vehicles. To that end, we will conduct a basic study of human beings, conducted from the view-points of medical science and psychology, to simulate a variety of situations that a driver is likely to face. We also plan to develop system products that will help drivers concentrate on driving by the use of cold air and scents, ensure both driver comfort and a wide field of vision, and achieve intuitive operation with easily viewable interfaces.

Security & Safety Fields

Security & Safety

Sophisticatedly safe mobility/society

2015

Safe driving support

Full-scale ACC※

Lane keepingAEB※ (Pedestrians / Day)AEB (Pedestrians / Night) AEB (Bike/Crossing Collision)

Active safety /Driving support

※ACC : Adaptive Cruise Control※AEB : Autonomous Emergency Braking＊ Level 2,3 : practical automated driving, automated driving in specific conditions

Advanced driving support

Lane keepingLane changing

Level 2, 3*

Creation of comfortable

cabin ExampleAccident free

No traffic jams

Better fuel efficiency

Movement support for elderly people

Traffic accident analysis

20252020

Basic study of human beings

･Strengthen sales structure and organization to expand solution businessNew business

･Diagnosis for highly integrated products market / repair machine lineup and global sales expansion

Service

･Focus on important field (Security and safety, environment, IVI)Accessories

･Expand business to developing countries･Widen range of products･Accomplish cost competitiveness by becoming “Global Supplier of choice”

Spare parts

InitiativesBusiness fields

In the aftermarket and new business fields, DENSO provides products and services to solve wide-ranging social issues from the points of view of social and end-user needs. The Company also plans to expand its business domains by engaging in strategic M&A activities and developing emerging markets. Sales expansion in the aftermarket and new business fields will be linked to the realization of a business structure that is less susceptible to the changing trends in vehicle sales.

We will engage in business expansion after having adopted a system that integrated Sales and Business Planning Department into a single group. It was with business expansion in mind that we established the Aftermarket, Fleet and New Business Group, our fifth business unit, in January 2015.

In addition to expanding our product lineup in the aftermarket business, we will engage in the creation of systems that will be reliable and convenient for users to utilize by proposing services capable of quickly responding to a cycle of require-ments, from automobile diagnosis and repair to preventive maintenance.

In the new business field, we have thus far launched businesses in six fields, including microgrids, security, and agricul-ture support systems. In the years to come, we will not only sell stand-alone products but also draw up sales strategies and create sales systems with a view to enhancing our solution sales capabilities that assist in solving end-user issues. From the current fiscal year, we will promote field tests in the traffic infrastructure field to assist in reducing the number of traffic accidents.

Delivering New Products and Technologies in a Timely Manner with the Needs of Customers and the Market Uppermost in Our Mind

Aftermarket & New BusinessSpecial Feature 2

――Beijing,Xian,

Taiwan

Vietnam,Philippines,

Australia

UK,Italy,

Sweden

Tennessee,California

Domestic Group companies,

KoreaSatellite

BrazilDelhiShanghaiThailand(Bangkok)

Germany(Aachen)MichiganHead OfficeCore T/C

South AmericaIndiaChinaAsia & OceaniaEuropeNorth AmericaJapanRegion

Global R&D Network

In the global market, customer needs vary depending on the country or region. DENSO thus undertakes product development from a long-term perspective that anticipates local regulations, market trends, and competitorsʼ circumstance. In addition, DENSO will deliver the pleasure that the convenience of a car offers to the people of even more countries by producing cost-competitive products through monozukuri production at a DANTOTSU price. Having established technical centers in seven countries and regions worldwide, we have been strengthening our global R&D system. Having integrated sales and development functions, we will develop and propose unique products and services that are compatible with differing local needs and conditions and therefore maximize the value of the vehicles. Amid the rapid spread of motorization in emerging countries, we are now ready to globally launch our DANTOTSU factory activities that have, up to now, been promoted primarily in Japan, to develop globally and realize efficient production to further raise our cost competiveness. While taking into account their particular circumstance and advantages—such as operational efficiency and customer response speed—we will promote our No. 1 DANTOTSU monozukuri activities in respective countries and regions as well as the characteristics of the products to be manufactured, thereby enhancing our cost competitiveness.

Providing Automotive Convenience and Pleasure through the Development of Products that Match the Needs of Each Region and Promoting Efficient Production

Global MarketSpecial Feature 3

production lead timeNo.1productivityNo.1

customer supportNo.1rate of operationNo.1

Realize global DANTOTSU factory

Production

Design / Product concept

Each regiontakes initiative

to providevariousvalue

Market research(Regional

needs)

Expand optimal products

Development

*1 Repair parts and original brand products of subsidiaries*2 Includes adjustments that accompanied the change from Japanese accounting standards to IFRS.

+5.24,095.04,309.8Total

+7.861.466.2New Business Total

-7.115.614.5Others

-3.910.29.8Consumer Products

+17.735.641.9Industrial Systems

+5.24,033.64,243.5Automotive Total

+21.256.668.6Others*

+5.4286.7302.3Small Motors

-2.5382.8373.2Electronic

-0.3628.6626.6Information & Safety Systems

+7.91,245.51,343.8Thermal

+6.71,433.41,529.0Powertrain Control

Change YoY (%)FY2014 (Billions of yen)FY2015 (Billions of yen)Classification

Revenue by Business Group (IFRS)

%1.9Others

%0.2Consumer

Products

%1.0Industrial Systems

%7.0Small Motors

%8.7Electronic

%14.5Information &Safety Systems

%31.2Thermal

%35.5Powertrain Control

DENSO is organized around business groups. These businesses coordinate with one another to accommodate systemization and modularization, and decision making is conducted promptly in line with the prevailing conditions of each business.

Business GroupOverview

billion¥4,309.8

Revenue

In fiscal 2015, the year ended March 31, 2015, revenue increased on the back of higher automobile production volumes mainly in North America, China, and Europe as well as the weak yen.

Going forward, as a system supplier in the environment field, we will develop, propose, and promote the widespread use of products that trigger new trends while contributing to society.

In the internal combustion engine (ICE) field, we are helping to improve the fuel efficiency and performance of engines while expanding sales by enhancing the attributes of gasoline direct injection as well as diesel common rail systems. In the field of electric motors, we will also be contributing to improved fuel efficiency and performance as well as an upswing in sales by enhancing the capabilities of such essential hybrid components as motor generators and inverters and by reducing the size and costs of these products. We will leverage our core technologies and experience in the fields of starters, alternators, engine cooling systems, and semiconductors to develop new products including battery packs that make full use of our proprietary technologies. In the aftermarket business for products including iridium plugs, we plan to invest in cost-competitive products suited to market needs and products with our proprietary technologies at their core.

6.7%1,433.41,529.0Revenue (Billions of yen)

Change YoYFY2014FY2015

Results for Fiscal 2015 and Growth Strategies

(FY)

2013

1,238.2

2014

1,433.4

2015

1,529.0

6.7%UP

(Billions of yen)Revenue

Development and production of gasoline and diesel

engine control systems and related products, hybrid

and electric car products, powertrain products, and

power supply and starting system parts such as alter-

nators and starters

Powertrain Control

Decided to construct a new plant in response to the increase in vehicle production in the ASEAN region. The new plant will be located in the Phnom Penh Special Economic Zone in Cambodia where DENSO Cambodia Co., Ltd. operates its existing plant. The new facility is scheduled to begin production of magnetos and oil coolers from July 2016.

Decided to expand operations at DENSO Manufacturing Athens Tennessee, INC., a production base located in Tennessee, United States. This is in response to the increase in production of gasoline direct injection products triggered by an upswing in demand on the back of growing interest in fuel efficiency and concerns surrounding exhaust gas regulations. Production is scheduled to start in July 2016.

Group company HAMANAKODENSO Co., Ltd. established a new company, HAMADEN MEXICO S.A. DE C.V. (HDMX), to produce engine-related components for use in automobiles in response to the growth in automobile production in North America. Construction of a new facility began in January 2015, with completion scheduled for August 2015. Plans are also in place to start up production of solenoids and other components that help to control engines and airflows in stages from August 2016 for delivery to customers in North and South America.

Decided to expand the plant in Apodaca, Mexico, owned and operated by DENSO MEXICO S.A. DE C.V. (DNMX), in response to the growth in automobile production in North America. Following construction of a new production line for transmission components, plans are in place to commence production from December 2015.

Business Expansion and New Companies

Developed a new common rail system that ensures high fuel efficiency for diesel vehicles. The system incorporates spray nozzles that deliver the world's highest level widespread distribution of atomized particles as well as injectors that improve the degree of FI freedom. The system has been adopted in Mazda Motor Corporation's SKYACTIV technology and is being delivered for use in the new Mazda 2 (DEMIO) model.

Developed a new fuel injection (FI) system for small-motor motorcycles called DIET-FI*. DIET-FI is a world first FI system to do away with the use of throttle position and engine temperature sensors. Instead, it uses newly developed control technologies that ensure the same fuel economy and environmental performance as conventional FI systems, thus helping to cut costs. DIET-FI is currently manufactured by Gongcheng DENSO (Chongqing) Co., Ltd., a Group company that manufactures motorcycle components, and supplied to Wuyang-Honda Motors (Guangzhou) Co., Ltd.

* DIET-FI (DENSO Intelligent Economical Technology-Fuel Injection)

New Products and Technologies

Fiscal 2015 Topics

Fuel pump module

Fuel pumps

Fuel pump modules

Fuel injectors

Direct injection components (Injector, Pump)

Gasoline Injection Products

Common rail systems

Common rail systems

In-line fuel injection pumps, Rotary fuel injection pumps

Nozzles

Fuel filters

Diesel Injection Products

Intake and exhaust products: Exhaust gas recirculation (EGR) valves, Throttle bodies,

Integrated air fuel modules, etc.

Variable valve products: Variable cam timing (VCT) components, Oil flow control valve (OCV)

Drive control products: Integrated mechatronic modules, AT solenoid valves, Valve bodies, Shift-by-wire actuators

Evaporator products: Purge valves, Evaporative leak check pump modules

Sensors: Knock sensors, Air flow meters, Accelerator pedal modules (APMs)

Filters: Oil filters, Air cleaners

System Control Components

Ceramic substrates

Diesel particulate filters (DPFs)

Engine ECUs for motorcycles

Exhaust gas temperature sensors

Ignition coils, Magnetos

Spark plugs

Glow plugs

Exhaust gas sensors

Engine Control Components

Main Products

Inverter

Battery monitoring unitsInverters

DC-DC converters

Electric Hybrid Vehicle (EHV) Components

Alternator

ISG

Lithium-ion battery packs

Starters

Alternators

MG stators

Engine Electrical Systems

In fiscal 2015, revenue increased as a result of higher automobile output in North America and Europe as well as the growth in sales.

In the case of our existing products, we have been expanding sales by standardization as well as by making the products smaller and lighter. Going forward, in addition to providing a product lineup that meets the needs of customers across the world and further strengthening the cost competitiveness achieved through our Dantotsu (outstanding) plant activities, we will enhance sales to Europe and emerging countries.

We will also enhance the development and sale of high-value-added products in the environment, security, and safety fields, while expanding our business domains. For example, we will advance the development of products that bring about improvements in fuel saving and fuel economy through a combination of technolo-gies, including the “single-seat concentration” air-conditioning efficiency technology that senses the presence of a driver and automatically provides optimal air-conditioning, or heat-pump technologies that recover heat from outside the vehicle. In addition, we will step up research into the five senses and human biology and develop products that contribute to safety and peace of mind by supporting driver concentration, range of vision, and driving operations.

In commercial vehicles, such as buses and trucks, we will leverage the proprietary technologies accumu-lated in automobile technologies to work on product differentiation that meets maker needs and promote global expansion.

7.9%1,245.51,343.8Revenue (Billions of yen)



(FY)

2013

1,057.5

2014

1,245.5

2015

1,343.8

7.9%UP


Development and production of air-conditioning systems for cars

and buses, truck refrigeration units, air purifiers and related air-

conditioning products, radiators, and cooling systems

Thermal

Air-conditioning system

Air-conditioning systems for cars

Radiators

Cooling fans

Inter coolers

Oil coolers

Engine cooling modules

Reserve tanks

Thermal Systems Products

Main Products

Decided to commence the manufacture of car air-conditioning system production at DENSO Korea Automotive Corporation from July 2015.

Acquired an equity stake in DJ COOL Corporation, a company that designs, manufactures, and sells air-conditioning systems for buses and tractors as well as refrigerator systems in Turkey, the largest manufacturer of buses for the European market. This initiative was aimed at strengthening the Group's air-conditioning systems for buses and tractors as well as refrigerator systems in Europe.


Jointly developed with Hino Motors, Ltd. an electric refrigerator system for heavy-duty trucks that received the Minister of Economy, Trade and Industry Award, the highest honor at the Energy Conservation Grand Prize ceremony. This award recognizes advanced, energy-saving products built on the back of outstanding energy-saving activities and new advances, including the development of technology. The award-winning system was installed in the Hino Profia released in February 2014.

Developed a transmission oil cooler that offers improved performance in a reduced size compared with conventional products. Plans are in place to commence production from April 2016.


Fiscal 2015 Topics

Engine cooling module

Air-conditioning systems for buses and construction equipment

Truck refrigeration units

Air purifiers

Climate, Cooling, and Heating Products

* In-vehicle infotainment: Automotive information and communication systems that provide not only the functions found on conventional car navigation systems but also preventive safety and advanced driver support functions as well as bundled inside and outside vehicle information and audio functions and Internet connectivity functions of the kind found in smartphones.

In fiscal 2015, revenue were essentially unchanged from the previous fiscal year. Despite an increase in the use of control braking systems and active safety products as well as the positive flow-on effects of the weak yen, this stagnant result was mainly attributable to the drop in navigation product sales.

Going forward, we will focus our energies on expanding sales of automatic braking systems and other typical active safety products. We will also concentrate on the development of advanced driving support systems that utilize automated driving support. In addition, with regard to IVI* products, the new development of which is being promoted as an alternative to navigation systems, we will enhance sales by product planning that takes in the end-users’ perspective. Moving forward, we will help to bring about an increasingly safe and secure mobile society by not only delivering sensors in millimeter-wave and laser radar, camera, sonar, and other fields, such products as head-up displays (HUDs), information and communication products including in-vehicle wireless devices as well as individual products, but also by reinforcing the development of compatible systems that employ these strengths.

-0.3%628.6626.6Revenue (Billions of yen)



(FY)

2013

576.9

2014

628.6

2015

626.6

0.3%DOWN


Development and production of car navigation systems,

ITS (intelligent transport system) products such as electronic toll

collection, telematics, driving safety products including sensor

computers for airbags, body ECUs (engine control units),

and meters

Information & Safety Systems

Promoted increased sales of HUDs for use in the Volvo 90 series.


Manufactured and began delivery of the world’s first 2-drive motor control unit (MCU) for integrated electronic power steering (EPS) providing enhanced EPS reliability.

Developed and began the delivery of ECUs for peripheral monitoring system use. These ECUs employ four cameras, one each at the front, left, right, and rear of vehicles to capture and provide information of surrounding objects that are otherwise difficult to see.

Developed an ultrasonic wave sensor in collaboration with multiple companies. This sensor helps to reduce collision damage when parking and is being delivered to Toyota Motor Corporation to support that company's intelligence clearance sonar technology. Moreover, DENSO is developing vision sensors and millimeter-wave radar for inclusion in the safety technology package called Toyota Safety Sence.

Received the Good Design Award 2014 sponsored by the Japan Institute of Design Promotion for the Company's analog meter installed in the LEXUS new model SUV NX. Since first receiving the award for its simplified wireless equipment in 1976, DENSO has received the award on 121 occasions and over 23 consecutive years since 1992.

* Human machine interface (technology): Technology to ensure the careful and automatic presentation of informa tion and control operations to an operator or user about the state of a process without causing his or her distraction by deeply understanding the features of the human body and the senses such as eyesight, hearing, and touch.

Participated in the 2014 Intelligent Transport Systems World Congress held in Detroit, United States. In addition to an exhibition booth, the Company's participation included driving demonstrations based on DENSO’s safety and HMI* technologies.

Began conducting tests on a public road in Aichi Prefecture in an effort to develop advanced support technologies that help to reduce driver workload and assist in safe driving. Utilizing vision sensors and millimeter-wave radar to recognize moving vehicles and lane-separating white lines, tests are being conducted on automated driving scenarios in a single lane, automatic lane changes, and other driving maneuvers.


Fiscal 2015 Topics

ECUs for electric power steering (EPS) systems

Sensors

Motor control units (MCUs)

Electric drive units (EDUs) for electric Variable Cam Timing (e-VCT) systems

Electric Control Components

Millimeter-wave radar

Airbag sensors and ECUs

ABS/ESC actuators and ECUs

Millimeter-wave radars and ECUs for pre-crash safety systems and adaptive

cruise control systems

Laser radars and ECUs for adaptive cruise control systems

Cameras and ECUs for Lane Keeping Assist

ECUs for adaptive front lighting systems

Rear and corner sonars

Driver status monitoring systems

Surround monitoring system

Driving Assist and Safety Products

Car navigation system

Instrument cluster

Instrument clusters

Head-up displays (HUDs)

Integrated climate control panels

Smart keys

Remote keyless entry controllers

Wireless door lock controller

Car security systems

Body ECUs

Tire pressure monitoring systems

Remote touch controllers

Car navigation systems

Electronic toll collection (ETC) on-board equipment

Telematics control units

Advanced vehicle operation systems

In-vehicle infotainment (IVI) systems

Information and Communications

Main Products

In fiscal 2015, overall revenues decreased. Despite an increase in sales of various sensors and controllers on the back of the growing trend toward electronically controlled devices, this downturn was largely attributable to a decrease in vehicle production in Japan.

Amid the accelerating pace of in-car electronic installations, we will undertake the further standardization of platforms in the development process to enable us to respond to wide-ranging demand. We will also contribute to the development of groundbreaking new products in the environmental, safety, and security fields. For example, we are making progress with the development of an electronic control unit (ECU) that contributes to improved fuel economy by electronically controlling, to a high degree of accuracy, the amount of fuel in the injectors. We will also assist in improvements in value added as well as in cost and unit size reductions by developments that include the integrated starter generator (ISG), which features modularized actuators and sensors.

We will enhance sales to our principal overseas customers and to emerging countries going forward. By strengthening our advanced technology development network in Europe in particular and also by the localization of product design in that region, we are working to set our products apart by development that has a sense of speed and the creation of regionally optimized products.




(FY)

2013

342.1

2014

382.8

2015

373.2

2.5%DOWN


Development and production of semiconductor sensors,

microelectronic devices including ICs (integrated circuits),

and electronic products including engine control computers

Electronic

Relays

Semiconductor sensor (Inertia sensor)

Semiconductor sensors

Integrated circuits (ICs)

Power modules

Electronic Devices

Engine ECU

Engine ECUs

Transmission ECUs

Power management ECUs

Electronic Products

Main Products

Established a new office in Tokyo as a part of efforts to strengthen the Company's in-vehicle integrated circuit design and development capabilities. This Tokyo office is positioned as the fourth in-vehicle integrated circuit development base behind our head office, Kota Plant, and DENSO Research Laboratories. Looking ahead, we will engage in advanced development activities in each of the environment, safety, and security fields.


Developed silicon carbide (SiC) power devices for use in industrial products including hybrid and electric vehicles helping to reduce power consumption. For example, the application of SiC power devices in the inverters of hybrid vehicles considerably simplifies the cooling structure of onboard components due to lower output loss compared with conventional materials. SiC power devices can help to minimize the cubic volume of inverters to about one-fifth of their original size, further improving fuel efficiency. In addition, jointly developed SiC power devices for audio equipment with New Japan Radio Co., Ltd. in October 2014.


Fiscal 2015 Topics

In fiscal 2015, revenue increased due to the upswing in production and sales of mainly wiper systems and power window motors in North America and Europe.

Going forward, we will place higher-value-added products on the market, such as electromechanically integrated products, featuring smart motors with modularized actuators and sensors, as well as miniaturized new products. Working on differentiation with these strategic products, we will enhance sales in North America and emerging countries.

With regard to product supply, having thus far built plants in Myanmar and India, we have been advancing the expansion of our global production network. From now on, we will install 1/N production equipment technology and enhance the management systems at local agents to build a more competitive supply system.

Affiliated Company: ASMO Co., Ltd.

5.4%286.7302.3Revenue (Billions of yen)



(FY)

2013

256.0

2014

286.7

2015

302.3

5.4%UP


Development and production of windshield wiper systems,

power windows, power seats, sliding doors, power steering,

motors for engine control systems, and other motors

Small Motors

Power window motor

Windshield wiper system

Windshield wiper systems

Windshield washer systems

Power window motors, seat motors

Power sliding door motors

Power steering motors

Motors for engine control systems

Other automotive motors

Main Products

Began production of a brushless electronic water pump that cools the inverters of hybrid vehicles. In addition to lowering energy consumption by increasing pump efficiency, this new motor also accommodates the need for reduced size by adopting a structure that integrates mechanical and electronic components as well as a propri-etary winding configuration. By employing a new rotor structure, positive steps have also been taken to cutback the amount of rare earth magnets used helping to offset the risks associated with resource procurement. Furthermore, the Company has achieved success in curtailing costs by applying sensor-less control of the circuit section thereby reducing the number of components.


Fiscal 2015 Topics

In fiscal 2015, revenue increased mainly as a result of sales growth in industrial robots and controllers mainly in Japan.

Going forward, we will leverage our strengths in the high-precision control and unit size reduction of industrial robots, while working to further increase business not only in the production field but also in the pharmaceutical and medical fields. AUTO-ID products draw on our strengths, which include high-speed, high-precision reading and high-speed wireless communications. In addition to the QR code anti-counterfeiting field, which calls for reliability, we will enter the settlement business field with a device compatible with non-contact credit cards and work on market creation and expansion. Drawing on our strengths in authentication, control, and sensing technologies, we will propose and carry out the transformation of safe and secure social systems.

17.7%35.641.9Revenue (Billions of yen)



(FY)

2013

33.5

2014

35.6

2015

41.9

17.7%UP


Development and production of bar code, QR code,

and IC card scanners, industrial robots, and other factory

automation equipment (through DENSO WAVE INCORPORATED)

Industrial Systems

Rolled out global measures that focused on regional and customer requirements for AUTO-ID products. Promoted an increase in sales of industrial robots by implementing a variety of measures including steps to bolster solution proposal-based marketing activities. Increased sales of industrial controllers by upgrading and expanding existing products and acquiring new development projects. In addition, undertook steps to build a new business model that employs the QR code.


Announced details of Frame QR, a new kind of QR code. At the same time, announced to provide Q-revo, a new solution service that employs the QR code. Each of these initiatives was a part of the celebrations to mark the 20th anniversary since the QR code’s development.

Received the Good Design Award 2014. This award was received in recognition of the Company's industrial-use robot / pharmaceutical and medical-use robot, which was jointly developed with DENSO WAVE. This Grand Award was the highest award, which was presented to only one company from among 1,258 Good Design Award winners. This robot boasts a smooth and elegant configuration that eliminates grooves and slots. By ensuring a precise circular cross-sectional surface, successful steps have been taken to remove all gradations and gaps, where dirt and bacteria can easily accumulate. This in turn ensures that high sanitary conditions can be maintained.

Received an award for excellence at the 6th Robot Awards. This award was received in recognition of the Intelli-gent Arm Support System (iArmS) developed jointly with Shinshu University and Tokyo Women's Medical Univer-sity. Organized by Japan's Ministry of Economy, Trade and Industry as well as the Japan Machinery Federation, these awards are presented in recognition of highly acclaimed examples of robotics. The goals of the awards are to foster innovation in robotics technologies and expand their application, as well as driving demand for such technologies that excel in terms of their present or future potential contribution to market development.

Received the Popular Prize selected by popular vote at the European Inventor Award ceremony held by the European Patent Office. This prize was presented to the QR code development team made up of engineers from Group company DENSO WAVE as well as TOYOTA CENTRAL R&D LABS, and was the first such award recog-nizing a team from Japan.


Fiscal 2015 Topics

Cooling units for electronic devices (mobile phone base stations and other devices)

Spot coolers and heaters

Refrigeration and Air-Conditioning Systems

Industrial robots

Programmable controllers

Factory Automation (FA) Products

Industrial robot

Bar code handy scanners and handy terminals

QR code scanners and handy terminals

IC card readers/writers

Radio frequency-identification (RF-ID) systems

Automatic ID Data Capture Devices

Main Products

In fiscal 2015, revenue declined owing mainly to a downturn in the number of new residential construction starts as a result of corrections in the market following the rush in demand in the lead up to Japan's consumption tax rate hike, which in turn led to a drop in CO2 refrigerant heat-pump water heater sales.

Going forward, in addition to greater efficiency from our proprietary ejector cycles and compressors, we will work to set our CO2 water heaters apart by improving the value added, such as by keeping bathtubs clean, improving comfort when taking a bath, and preventing accidents. Centered on home energy management systems (HEMS), we will make efforts not only in energy saving but also in comfortable and secure value creation by instigating mutual cooperation in such areas as CO2 water heaters, central air-conditioning systems, storage batteries, and charging devices.




(FY)

2013

9.2

2014

10.2

2015

9.8

3.9%DOWN


Development and production of CO2 refrigerant heat-pump

water heaters, home air conditioning,

and home energy management systems (HEMS)

Consumer Products

CO₂ refrigerant heat-pump water heater

CO₂ refrigerant heat-pump water heaters

Automatic faucets

Central air-conditioning systems

Home energy management systems (HEMSs)

Main Products

* Naviehe is a coined term that combines the concepts of navigating energy around the home and vehicle mobility.

Launched for sale Naviehe*, a new model home energy management system (HEMS) that supports energy conservation in the home. Naviehe is defined by its improved simplicity and operability, high general-purpose use, and compatibility with everyday home appliances, and the Company's original automatic energy management functions.

Received the Heat Pump & Thermal Storage Technology Center of Japan Director's Award at the 16th Commendation of Equipment & Systems with Standardized Electric Power Load sponsored by the Heat Pump & Thermal Storage Technology Center of Japan. This award was an acknowledgement of the Corona Premium Eco-cute CO2 refrigerant heat-pump water heater developed jointly with Corona Corporation, and reflected the high esteem in which both companies' efforts to standardize electric power load by ensuring high levels of energy conservation through increased heat-pump efficiency, visualizing the amount of electric power and hot water consumption, and incorporating a variety of initiatives including functions that enhance users' awareness toward energy conservation were held.


Fiscal 2015 Topics

* DENSO projects: accelerated development limited to 2 years at business groups or the Engineering Research & Development Center

Basic Research Laboratories

Engineering Research &Development Center

Electronic

Information & Safety Systems

Thermal

Powertrain Control

Four Product Groups

DENSOprojects*

Up to 10 yearsUp to 5 years2010

Longterm

Mediumterm

Shortterm

Technological development roadmap (environment, security & safety, comfort, convenience)

Technology management strategies

In a global environment of continued severe competition, DENSO has further strengthened its R&D development in order to create new value and produce new technologies. In conjunction with this, we have instituted roadmaps to track the progress for each development span from the short term (up to 5 years) through the medium term (up to 10 years) to the long term (11 years or more). These roadmaps are updated every year, incorporating changes in society and regulations, and shared between each division and the Engineering Research & Development Center so that decisions can be made about which projects to start and which to alter or terminate. Roadmaps are used throughout the Group, including proposals for unique kinds of value and technologies in each region. Presently, the Company’s R&D Division makes decisions about new technology proposals, but in the future we aim to build a global R&D structure centered on European and North American sites.

R&D Structure

In order to develop products that are optimized to meet the conditions and needs in each of the world’s regions, the DENSO Group maintains seven technical centers and is strengthening its global development network. In fiscal 2015, the year ended March 31, 2015, we relocated, upgraded, and expanded our technical center in Shanghai in order to address market expansion in China and to reinforce our product development systems with the aim of better matching market needs. Operations at these facilities are now online. In addition to constructing new premises that include an integral testing facility, this technical center has also installed such evaluation equipment as an environmental wind tunnel. Building on its activities in Japan, the DENSO Group engages in the development of advanced technologies in North America and Europe. At our Silicon Valley office, which was expanded this year, we are engaging in the research and development of new cyber security, the use of big data, and automated driving systems.

In fiscal 2015, the year ended March 31, 2015, R&D expenditure came to ¥396.4 billion. Looking ahead, R&D expenditure is projected to reach around the same level at ¥400.0 billion in fiscal 2016. While placing priority on strengthening the development of fuel saving and active safety products, we will continue to conduct research and development that will help drive further growth. We consider R&D expenditure at 8%-9% of revenue to be an appropriate level and will work proactively on advancing the power shift to priority fields, enhancing our integrated development and production network, and raising operational efficiency by the promotion of standardized procedures.

Development System

Core / component technologies for productsTechnologies

Adjustment and reconciliation

Products adapted to systemsProducts

Adjustment and reconciliation

Necessary future systemsSystems

Future automobiles, the automotive societyCustomer value

Social trends, changes in regulationsSociety, regulations

Technology management strategies

New value

Roadmaps

Since fiscal 2014, figures are based on IFRS. (Figures for fiscal 2013 and earlier are based on Japanese accounting standards.)

R&D Expenditure / Ratio of R&D Expenditure to Revenue

South AmericaNorth AmericaChinaAsia & OceaniaIndiaEurope

Core Technical Centers

R&D Expenditure Ratio of R&D Expenditure to Revenue

0

50

100

150

200

250

300

350

400

2006 2007 2008 2009 2010 2011 2012 2013 2014

(Billions of yen) （%）

(FY)

8.08.0 7.87.8 7.77.7

9.59.5 9.19.1 9.39.3 9.59.5 9.49.4 9.09.09.29.2

256.3 279.9 311.5 297.1 270.1 290.1 298.4335.5 368.7

2015

396.4

0

2.0

4.0

6.0

8.07.0

5.0

3.0

1.0

10.09.0

DENSO Corporation has adopted an audit & supervisory board system. In addition to statutory bodies such as the General Meeting of Shareholders, Board of Directors, Audit and Supervisory Board, and Accounting Auditor, DENSO Corporation has developed various internal control mechanisms. For rapid decision making and the execution of our operations, we have adopted an executive officer system that separates and clarifies the roles of the Board of Directors, which is charged with management (decision making / oversight) and the senior executive directors and executive directors, who are responsible for business execution.

Promotion Structure

The DENSO Group is working to strengthen its corporate governance activities in a bid to reinforce the Group’s com-petitiveness and ultimately to maintain and improve its long-term corporate performance in a quickly changing global marketplace. In addition to putting in place a variety of governance mechanisms, the Group will continue to provide information regarding financial conditions to stakeholders including shareholders and other investors. In doing so, the Group will carry out sound, efficient management with a high level of transparency.

Basic Stance

Corporate Governance

Non-Financial (ESG) Information

※Total for the period from April 2014 to March 2015

Retirement benefit allowance system for Audit and Supervisory Board members

Format

Number of directors

Number of outside directors

Term of directors

Number of Audit and Supervisory Board members

Number of outside Audit and Supervisory Board members

Number of meetings of Board of Directors※

Policy regarding incentives for directors

Number of independent officers

Remuneration disclosure

Audit & Supervisory Board system

13

2

1 year

5

3

16

Stock option system

4

Disclosure of total figure

None

As of June 19, 2015Overview of Corporate Governance System

Internal Audit Department

・CSR Promotion Meeting・Risk Management Meeting・Information Strategy Committee・Customer Satisfaction Improvement 　Committee・Environment Committee・Other

Top Management Meeting

Audit

Senior ExecutiveDirectors

Executive Directors(Management Officers)

(including OutsideDirectors)

Board of Directors

AccountingAudits Accounting

Auditor

Audit(Majority Audit and

SupervisoryBoard Members)

Audit andSupervisory Board

Appoint, Supervise

General Meeting of Shareholders

Corporate governance system

* Independent officers

11/1116/16To reflect the abundant knowledge as a certified public accountant in the Company’s auditing activities

Toshimichi Kondo*

11/1116/16To reflect the abundant knowledge as a lawyer in the Company’s auditing activitiesTsutomu Saito*

11/1114/16To reflect the wealth of experience and broad knowledge as a corporate executive in the Company’s auditing activities

Fujio Cho

Attendance at meetings of the

Audit and Supervisory Board

Attendance atmeetings of the

Board of DirectorsReason for appointment

OutsideAudit and

SupervisoryBoard members

Note: Attendance record after the date of appointment on June 19, 2014

11/12To reflect his wealth of experience and considerable knowledge in the field of corporate management strategy in the Company’s management

Takashi Nawa*

12/12To reflect his wealth of experience and considerable knowledge in academia and corporate management in the Company’s management

George Olcott*

Attendance atmeetings of the Board

of DirectorsReason for appointmentOutside

directors

Rationale for Selection / Appointment

DENSO recognizes the important role that external objectivity and independence plays in the management monitoring and oversight functions and in ensuring sound corporate governance. The Company therefore selects and appoints outside directors and outside Audit and Supervisory Board members based on the individual’s ability to properly reflect abundant external experience and broad knowledge in the Company’s decision-making and audit processes.

Selection / Appointment Criteria

Fulfilling a management monitoring function, 13 directors (including two outside directors), two standing (full-time) Audit and Supervisory Board members, and three outside Audit and Supervisory Board members (appointed from outside the Company) supervise and audit directors in the execution of their duties as well as the operations and financial condition of subsidiaries in Japan and overseas.

Status of Outside Director and Audit and Supervisory Board Member Selection and Appointment

Directors /Audit and

SupervisoryBoard members

RetirementbenefitsBase

StockoptionBase

Totalcompensa-

tion(¥ million)

Position

15

3

5

―

―

―

345

―

―

―

―

―

538

84

57

883

84

57

Directors(excluding outside directors)

Audit and SupervisoryBoard members(excluding outside Audit and Supervisory Board members)

Outside directors

Total compensation by type (¥ million)

Compensation of directors and Audit and Supervisory Board members for fiscal 2015 is as follows.

Compensation of Directors and Audit and Supervisory Board Members

Monthly remuneration has been set within the range of the maximum amount of total compensation (Directors: ¥80 million per month; Audit and Supervisory Board members: ¥15 million per month) determined by resolution at a General Share-holders' Meeting. Upon receipt of the Board of Director's authority, the representative director decides the monthly remuneration of each director on the basis of Company-set criteria; the remuneration of each Audit and Supervisory Board member being decided following consultation with the individual.

Following approval by resolution at an Ordinary General Shareholders’ Meeting, a number of stock options are granted to directors by rank. However, since it was difficult to offer stock options as a medium- to long-term incentive due to consid-erable short-term volatility in share prices, the stock options granted up to and including fiscal 2010 were continued until the end of the period in which they could be exercised, and stock options were not granted from fiscal 2011 onward.

Based on a resolution at an Ordinary General Shareholders’ Meeting, and after receiving approval of the total amount of bonuses to be paid to the Board of Directors, the amount of bonus for each director, which takes into account the level of contribution the individual has made to the Company, is then determined by the representative director upon receipt of the Board of Directors’ authority.

Director Remuneration

Pursuing eco-friendly practices / Serving as a member of your community / Taking a forceful stand against anti-social organizations and ensuring moderate relationships with governmental authorities / Serving as a member of the automotive industry

VI. Upholding the best interests of society

Managing corporate assets effectively and preventing risk / Practicing proper accounting / Managing inside information

V. Living up to the trust and expectations of our shareholders

Adherence to laws related to competition such as antitrust laws and subcontracting laws as well as the contract conditions of agreements with suppliers and affiliated service stores / Respecting intellectual property rights

IV. Building win-win relationships with our suppliers

Remembering to express appreciation, providing “ureshisa” (consideration) and “yasashisa” (fulfillment), and providing timely and sincere solutions / Transactions based on free and fair competition

III. Earning trust and meeting the expectations of customers

Understanding DENSO's philosophy and values and pursuing personal development / Respecting human　rights, ensuring open communication and respecting the privacy of others / Maintaining mental and physical health and maintaining a healthy workplace / Maintaining order and ethics in the workplace / Maintaining a clear distinction between public and private matters

II. Creating a vibrant workplace

Recognizing your role in society / Integrity as the foundation of trust / Compliance with laws and ethical principlesI. Your conduct as a member of the DENSO Group

Key Items in the Code of Conduct for DENSO Group Associates

We believe that key actions to earning the trust and understanding of society pertain to the DENSO Group's observance of all applicable national and regional laws and all Group associates' fair and faithful conduct with the highest ethical standards. We see compliance as not only the observance of laws but also a responsibility to meet the expectations of stakeholders. In this sense, we consider it to be the cornerstone of all conduct.

Based on this recognition, in 2006 we adopted the Code of Conduct for DENSO Group Associates, which clearly indicates the standards of conduct for each and every associate. This code of conduct is used to raise awareness of CSR among employees including domestic Group companies during training and in workplace meetings. Overseas Group companies are also engaged in thorough compliance efforts through a regional version of the Code of Conduct for DENSO Group Associates formulated by their regional headquarters in accordance with national and regional laws and customs.

Basic Stance

Compliance1

Compliance / Risk Management / CSR Management

We selected 55 risk items with the potential to impact life, credit, business activities, or property, and designated a department responsible for each. The Risk Management Meeting deals with activities for ongoing improvement in the risk management system and structure and permeation of risk management, and is responsible for the initial response when a crisis or emergency situation arises. We also form specialized contingency organizations depending on the extent of the situation and degree of urgency, which facilitates agile response to minimize damage.At domestic and overseas companies subject to our managerial consolidation rules as well as Group companies in which DENSO Corporation is the largest shareholder, CSR leaders at each company are constantly working to upgrade our risk management based on support from key functional departments at DENSO Corporation and overseas regional headquarters.

Promotion Structure

In keeping with the global expansion of business, the DENSO Group is striving to strengthen risk management as part of its internal control system to help minimize risk. Specifically, emergence of circumstances with the potential to cause damage to corporate management are classified as risks (situations in which risks have not yet been realized) and crises (emergency situations in which risks have already been realized). For the former, efforts focus on nipping risks in the bud before they have the chance to manifest themselves; for the latter, DENSO strives to make an initial response and response for restoring business operations in a prompt and appropriate manner.

Basic Stance

Risk Management2

In 2006, we established the CSR Promotion Meeting (Corporate Planning Division), which is chaired by the president and in which the basic policies behind CSR activities are discussed and examined. The meeting is held twice yearly to set the direction for and make decisions on CSR management and to confirm the progress of CSR-related activities.

To lead the way in promoting CSR at workplaces and Group companies, we select one CSR leader at each department and company in line with efforts to permeate and firmly establish CSR.

Promotion Structure

In our corporate philosophy, we describe our mission as "contributing to a better world by creating value together with a vision for the future."Cooperating, collaborating, and sharing values with our many stakeholders are indispensable to achieving this mission based on corporate behavior that earns the trust and support of society. To ensure that all Group companies conduct-ing business worldwide put this philosophy into practice, we adopted the DENSO Group Declaration of Corporate Behavior in April 2006, making clear our responsibility to stakeholders. Under the DENSO Group Long-term Policy 2020, our long-term management policy based on this approach, we aim to contribute to the creation of a sustainable society through our business activities with corporate social responsibility (CSR) a core principle of management.

Basic Stance

CSR Management3

DENSO takes active measures against counterfeit products (in particular those with imitation trademarks). There are many quality problems with counterfeit products, and there is the possibility that purchasing such a product in the belief that it was manufactured by DENSO could be detrimental to the purchaser. In 2005, the Company commenced activities to detect counterfeit products in cooperation with government and customs agencies. DENSO is continuing those activities and, since more recently, has been monitoring Internet auctions and other sales channels for counterfeit products.

Measures Against Counterfeit Products

DENSO sees problems related to other companies' IP rights as equally important as major quality problems in its own products. From the development stage, the Company examines the IP rights of other companies and has clearly defined internal rules to ensure that its products do not infringe on the IP rights of third parties.

Respect for Other Companies’ IP Rights

DENSO is endeavoring to unify its business unit strategies with its IP strategies in a bid to better engage in business activities that help resolve such critical issues as preserving the earth’s environment and ensuring security and safety. In line with the DENSO Group’s Global Mid-term Policy 2018, energies are directed on a priority basis toward building a patent portfolio of system and world-first products in the environment, security, and safety fields as well as conducting IP activities related to open innovation. The Company is supporting efforts to expand its business and achieve continued growth by utilizing in a strategic manner the patents that have been acquired.

IP Activitiesʼ Policy

DENSO's intellectual property (IP) strategy is directed at unifying its business unit and technology strategies, and it is one of the important management strategies that will sustain growth into the future.

Intellectual Property Activities

Once a yearDiscussion of issues by IP staff (those in charge) at DENSO consolidated subsidiaries and Head Office, planning to stimulate and develop each company's IP activities

DENSO Group IP Conference

Once a year

Discussion of issues and planning of stimulation and development of regional IP activities by Head Office and IP staff at technical centers in North America, Europe, and China

Global IP meetings

Six times a yearImplement IP activities policies and measures regarding each technology department's patent representative

Liaison meetings for full-time patent personnel

Twice a yearFollow up of progress made as regards to each unit's IP activities, and steady development of these activities

Business unit patent promotion meetings

As requiredDecision making regarding DENSO's IP strategies, involving discussions and decisions about related matters

Technology development meetings: (IP strategy committee)

Meetings heldActivities

Meetings to Support IP Activities

As we bolster development in our overseas technical centers, we are working to set up IP systems at our centers in North America, Europe, and China, thereby strengthening our acquisition of IP rights for local inventions and examination of other companies' IP rights. In addition, as a cooperative framework within the Group, we support patent disputes in North America through our bases in North America, and our bases in China engage in product protection by taking measures against counterfeit products and the taking out of Chinese petty patents.

Problems are shared between the IP staff at each technical center and Head Office, and a global IP meeting is in place to work on plans to stimulate and develop the IP activities in each region. In place to allow discussions between IP staff from Group companies in Japan, a similar meeting works on plans to stimulate and develop the IP activities at each Group company.

Global IP System

Global Intellectual Property Network

Number of Overseas Patent Applications Filed

Number of Domestic Patents Held

Number of Domestic Patent Applications Filed

1,000

0

2,000

3,000

4,000

5,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 (FY)

(Number)

5,000

0

10,000

15,000

20,000

25,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 (FY)

(Number)

1,000

0

2,000

3,000

4,000

(FY)

(Number)

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Number of Overseas Patents Held

%3.3 Other

%0.9 United Kingdom

%1.1 Thailand

%1.1 Brazil

%0.8 India

%2.6 France

%2.8 South Korea

%20.8 China

%27.2 Germany

%39.4 North America

Percentage of Patent Applications Filed by Country

5,000

0

10,000

15,000

20,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 (FY)

(Number)

Stock Exchange Listings Tokyo, Nagoya

Securities Identification Code 6902

Number of Shareholders53,902 (Including DENSO CORPORATION owning treasury stock) (as of March 31, 2015)

Number of Shares Issued

797,728,022 shares (excluding DENSO CORPORATION owning 86,340,691 shares of treasury stock ) (as of March 31, 2015)

Share Trading Unit 100 shares

Ordinary GeneralShareholders' Meeting

June

Fiscal Year From April 1 to March 31

Employees Consolidated basis : 146,714 (as of March 31, 2015)Non-consolidated basis : 38,493 (as of March 31, 2015)

Head Office 1-1, Showa-cho, Kariya, Aichi 448-8661, Japan

Capital ¥187.4 billion (as of March 31, 2015)

Established December 16, 1949

Company Name DENSO CORPORATION

Company Summary

Company Overview

1. To be creative in thought and steady in action.2. To be cooperative and pioneering.3. To be trustworthy by improving ourselves.

Individual Spirit

1. Customer satisfaction through quality products and services.2. Global growth through anticipation of change.3. Environmental preservation and harmony with society.4. Corporate vitality respect for individuality.

Management Principles

Contributing to a better world by creating value together with a vision for the future.

Mission

The DENSO Philosophy guides our corporate actions, ensuring that we will continue to be a corporation that is trusted by people around the world.

Philosophy

2000Introduced semiconductor into stator coil; with simultaneous transition to use of one regulator chip, achieved high efficiency and power in small and light sizes

Early 2000s

1997Developed two-dimensional scanning laser radar system that scans using vertical and horizontal beams

1997Developed long-life iridium plugs with superfine iridium alloy center electrodes

1995Developed first mass-produced common rail fuel-injection system

1994Invented QR code, a matrix bar code

1987Developed car navigation system using CD digital maps

1980s to 1990s

1954Established technical training center

1949Establishment of Nippondenso Co., Ltd., after separation from Toyota Motor Co., Ltd.

Foundation and Early Years

Since its foundation, DENSO has contributed to the realization of a new automotive society by repeatedly developing technologies and products that are ahead of the times, while refusing to compromise on quality. The following introduces many of the world-first products that DENSO has developed through its innovative technology.

Technological Development Timeline

2008Developed night-view system for detection of pedestrians using near-infrared rays

2007Developed small, high-output inverter with cooling on both sides

2006Developed matrix infrared sensors for controlling air conditioning to match the surface temperature of passengers when they enter the vehicle

2006Developed electric variable cam timing (VCT) powered by the motor rather than hydraulic pressure, leading to increased performance and fuel efficiency and reduced environmental impact

2005 to Today

2004Developed mercury-free eco-friendly discharge headlamp ballast

2004Developed electric compressor that achieves both comfortable air conditioning and fuel efficiency during an idling stop

2003Developed millimeter-wave radar and pre-crash electronic control unit as pre-crash safety systems to reduce damage from impact

2003Developed world-first ejector combining the functions of an expansion valve and compressor, which efficiently uses energy lost after use of conventional expansion valve

2002Implemented common rail system that reaches 180 MPa injection pressure through the use of outer-cam-type supply pump

2001Developed heat-pump water heater using the natural refrigerant CO₂

2000Started mass production of single fin cooling Module, which integrates the radiator and condenser

2014Developed the world’s highest-quality SiC power device, which substantially reduces the incidence of product defects using proprietary patented technology

2014Developed an exhaust gas recirculation (EGR) valve unit, the first in the world to integrate the air intake throttle valve and the EGR valve, that is half the size of conventional products and reduces costs by 20%

2014Developed highly standardized automotive climate control unit, the first the world that can be installed across vehicle models from compacts to luxury cars

2013Developed common rail fuel injection system for use in diesel engines that realized the world's highest* injection pressure of 2,500 bar * For diesel common rail fuel injection systems comprising injector, fuel pump, and common rail. As at June 2013, DENSO data.

2012Developed air-conditioning system that divides the car interior into three zones, the driver's seat, front passenger seat, and rear seats, and allows air conditioning of only the driver's seat if there are no passengers

2012Developed motor generator using DENSO's proprietary coil technology

2011Launched 20 MPa direct-injector, high-pressure pump with state-of-the-art injection, atomization, and spray formation technologies, as well as durability

2011Developed ISS (idle-stop system) tandem solenoid starter to make it possible to restart the engine when it is coasting, shaving up to 1.5 seconds off the restart time

2010Developed UC injector with two injectors on each suction port and smaller-than-ever fuel particle injection

2009Developed ejector-based car air-conditioning system

2009Developed first remote touch controller with a two-dimensional cursor

2009Developed world-first radiator tank made from plant-derived resin (from the castor oil tree) as an environmental initiative

EPS / Dividends per ShareProfit Attributable to Owners of the Parent Company

Capital Expenditures / DepreciationR&D Expenditure / Ratio of R&D Expenditure to Revenue

Operating Profit / Operating MarginRevenue

Figures for fiscal 2014, the year ended March 31, 2014, and thereafter are based on IFRS (figures for fiscal 2013, the year ended March 31, 2013, and prior years are based on Japanese accounting standards).

Facts & Figures

FY2011 FY2012 FY20130

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

3,131,460 3,154,6303,580,923

(Millions of yen)

FY2014 FY2015

4,094,9604,309,787

FY2011 FY2012 FY2013 FY2014 FY20150

(Millions of yen) （%）

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

Operating Profit Operating Margin

0

2

4

6

8

10

188,331 160,732

371,440

6.05.1

7.3

9.17.7

262,376

331,376

FY2011 FY2012 FY2013 FY2014 FY20150

(Millions of yen) （%）

0

2

4

6

8

10

290,069 298,362 335,460 368,732

9.3 9.5 9.4 9.09.2

396,440

R&D Expenditure Ratio of R&D Expenditure to Revenue

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

FY2012 FY2013 FY2014 FY20150

179,351180,648

230,591181,132145,087

193,082

Capital Expenditures Depreciation

FY2011

(Millions of yen)

324,125203,073

356,083220,112

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

FY2012 FY2013 FY2014 FY2015FY2011

(Millions of yen)

89,298

181,682

277,196258,382

143,033

0

150,000

100,000

200,000

250,000

300,000

50,000

FY2012 FY2013 FY2014 FY2015FY2011

EPS Dividends per Share

(Yen)

0

110.8146

226.5964

348.05105 324.01

110

177.4946

50

100

150

200

250

300

350

Overseas Car Production of Japanese ManufacturersDomestic Car Production

Revenue by CustomerForeign Exchange Rate

ROE / ROATotal Assets / Equity

FY2011 FY2012 FY2013 FY2014 FY20150

(Millions of yen)

3,607,6972,117,201

3,979,0932,426,8613,380,433

2,072,443

Total Assets Equity

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,0004,642,0532,932,501

5,283,2573,474,211

FY2011 FY2012 FY2013 FY2014 FY20150

（%）

ROE ROA

2

4

6

8

10

12

4.5

8.4

10.7

8.4

4.6

9.5

7.4

2.5

7.4

4.2

FY2011 FY2012 FY2013 FY2014 FY20150

79 83100

110

107

134 139

109

86

113

USD EUR

30

60

90

120

150(Yen)

FY2011 FY2012 FY2013 FY2014 FY20150

(Billions of yen)

1,000

2,000

3,000

4,000

3,500

2,500

1,500

500

4,500

3,131.5 3,154.63,580.9

4,095.04,309.8

GM FIAT Suzuki Hyundai / KiaFord Fuji

HondaToyota GroupMazda VW / Audi Chrysler Other*

* Includes adjustments that accompanied the change from Japanese standards to IFRS

808.053.859.554.855.359.977.977.977.783.3197.11,549.4

826.161.361.266.473.073.490.386.867.594.2248.71832.0

757.8 48.850.256.958.161.158.981.184.793.6221.11,548.5

978.089.375.786.970.996.1114.2100.084.3118.4285.41,995.8

1,035.0117.485.8105.474.7103.7140.7108.190.4129.9311.62,007.1

FY2011 FY2012 FY2013 FY2014 FY20150

(Millions of units)

8.898.99 9.13 9.49 9.21

2

4

6

8

10

Source: Number of vehicles (DENSO estimate)

FY2011 FY2012 FY2013 FY2014 FY20150

(Millions of units)

13.4514.65

16.6317.70 18.34

5

10

15

20

3.96 3.95 5.02 5.43 6.00

Source: Number of vehicles (DENSO estimate)Overseas Car Production of Japanese Manufacturers North America

Number of Employees by Region (Overseas)Number of Employees by Region (Domestic)

FY2011 FY2012 FY2013 FY2014 FY20150

(People)

63,616 63,936 64,751 65,553 65,654

30,000

20,000

10,000

40,000

60,000

50,000

70,000

FY2011 FY2012 FY2013 FY2014 FY20150

(People)

30,00020,00010,000

40,000

60,00050,000

80,00090,000

70,000

13,124

13,034

29,985

14,205

13,152

31,316

15,420

13,157

34,779

17,014

14,117

39,133

3,406 3,4274,169

4,025

Asia & Oceania OthersEuropeNorth America

19,204

14,489

43,731

3,636

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